CC Exhibit 02-20-2018 Study Session Item No. 3 - Work ProgramCC 02-20-2018 Study Session Item No. 3
Operational Efficiency
Project TIiie Project Objective Progress to Date Next Steps Current Status Completion Date Staff Lead Department
Alternative Commute Pilot for Staff
American Public Works Association (APWA) Accreditation
Workforce Planning
Labor Negotiations
Disaster recovery plan
Applications
Public Building Condition and Use Assessment
Staffing Level Evaluation
Weekend Work Program
Civic Center Master Plan -Design dev/space prog .
Roll Out of Additional ERP Modules
Pilot to encourage employees to use
alternative modes of transportation such
as walking, biking, transit, and carpool to
relieve road congestion , reduce harmful
emissions and improve employee health.
Exploring programs from surrounding
cities and writing a draft proposal
To objectively evaluate, verify and
recognize compliance with recommended
management practices .
Reviewing / amending current practices
and beginning self-assessment process.
Use data in the City's ERP system and
several city documents such as the
budget, CIP and Council Work Program to
identify key positions needed and how to
attract, retain or train to ensure the
availability of those positions when
needed.
Negotiate equitable long term contracts
with all bargaining units
Provide network/data resiliency thru the
use of offsite and out of region data
centers
Deploy applications to enhance
operational efficiency.
1) Determine priority assessment of
buildings for future improvements; and, 2)
Analyze selected buildings for facility use
efficiency
Analyze work load of various staff to
insure community expectations are met
and ordinance requirements are enforced .
Ensure efficiency of program .
Begin Design Development and
Programming for new preferred
alternative from 2015 Civic Center Master
Plan
Fully utilize ERP system to automate and
simplify business processes
None
Current contract expires in June 2019.
Simplified network/data infrastructure to
allow for easy migration to offsite data
center
In process of implementing various
enterprise applications inciuding Accela
Land Management, Govlnvest, Peak
Democracy and Zonar 30
Notice to proceed issued .
Various deficiencies have been identified.
reviewing current practices and gathering
data from staff
Working with Architectural Consultant to
develop options and estimates.
Develop policy , implementation
measures, and determine appropriate
incentive levels .
Proposed
Complete update of current practices and Scheduled
schedule onsite evaluation.
Begin identifying key positions. Formulate Schedu led
training/recruitmenVretention strategy for
those positions.
Begin preparation for negotiations in Scheduled
January 2019
1) Move current City Hall data center In Progress
infrastru cture elements to local colocation
facility. 2) Build second infrastructure
environment at distant. out-of-region
colocation facility.
1) Finalize implementation of applications In Progress
in flight. 2) Continue to research cost
effective solutions to current business
problems .
Facilitate co nsultants work by retrieving In Progress
needed documents and facilitating on-site
inspections .
Complete evaluation within department In Progress
and discuss coordination with other
departments as applicable and needed.
Complete evaluation within the In Progress
department and determine the value of
labor received from Participants vs. the
value of full-time employees to monitor
the program .
Upon approval from City Council to move In Progress
forward , negotiate design contract for
architectural services.
Review contract module and requested In Progress
time off capabilities in the City's online
timesheeUbenefits portal
Roll Out of Open Gov Platform (maps and additional reports) Fully utilize OpenGov Software Build out additional reports and view on In. Progress
Integration of Wor1<plan and Other Long/Short Term
Documents to Develop 5 Year Business Plan for City.
Accreditation of the Recreation & Community Services
Department
Comprehensive Business Plan that
encompases all workplan items ensuring
adequate funding and staffing resources.
Gaal ef 8Q 1QQW RilAded 1A tAe Aa1A 2Q -National accreditation by the Commission
for Accreditation of Park and Recreation
Agencies to inform policy makers, staff,
and community members that the parks
and recreation agency has been
independently evaluated against
established benchmarks for delivering a
high level of quality service.
The City has been accepted as a
candidate fo r national accreditation in
2019. A committee of front-line staff,
supervisors and managers are addressing
each of the 151 national standards. All
Recreation staff have been trained in the
process. The Department is on schedule
to be reviewed in ear1y 2019 and
potentially accredited in October, 2019.
the City's transparency portal
Ensure costs associated with items
approved in work.plan are included in the
FY19 budget Ensure futu re costs of
items in the work.p lan are inciuded in the
Long Term Financial forecast
Complete self evaluation addressing the
151 national standards. This requires
wide-ranging tasks inciuding creating a
department marketing plan , risk
assessment plan , and a review of all
department policies.
In Progress
In Progress
June 2019 Misty Mersich
FY2019/2020 Roger Lee
June 2019 Kristina
June 2019 Kristina
FY2018/FY19 Bill
FY2018 Bill
August 2018 Roger Lee
FY2019/20 Timm
Borden/Roger
Lee
January 2019 Cart Valdez
January 2019 Timm Borden
June 2020 Kristina
June 2020 Kristina
June 2020 Kristina
October2019 Jeff Milkes
CMO
Public Works
Adm in Services
Admin Services
Innovation &
Technology
Innovation &
Technology
Public Works
Public Work s
Public Works
Public Work s
Admin Services
Admin Services
Admin Services
Recreation and
Community
Services
CC 02-20-2018 Study Session Item No. 3
111:.u ·n~
BMR linkage fees update Consider increasing linkage fees for To begin in Summer 2017 after requested Prepare nexus study Proposed Winter 2018-19 Kerri Heusler Community
residential and non-residential projects to funding for nexus study is authorized as Development
provide funding for BMR affordable units part of FY 2018-19 budget ,
Employer-based revenue measures Explore employer-based reve nue Proposed TBD David Brandt CMD
measures to address issues such as
traffic congestion
Explore storm water ballot initiative with Explore feasibility and potential steps to Mayor sent support letter for SB 231 Explore feasibility of an election in In Progress December 2019 Cheri Donnelly Public Works
grassroots group(s) with input from conduct property owner mail-in election (enacted 10/17) relaxing legal restrictions Cupertino. Solicit input from Sustainability
Sustainability Commission. for authorization to adjust stormwater fees on storm water fees. Staff have discussed Commission and local grassroots groups.
from 1992 level to current. steps taken by Palo Alto to achieve a Discuss topic with Sustainability
Note: General Fund subsidizes Cupertino successful election outcome. Commission before July 2018; conduct
Stormwater Program to meet legal outreach and focus groups by July 2019.
obligations, fund pollution prevention Develop plan for potential property owner
programs, and provide robust mail-in election by December 2019.
environmental education and outreach to
resi dents, bu sinesses, and Cupertino
School District.
Consider policies and related Code and EDSP adopted by City Council in late Identified several policies for forward-In Progress End of 2018-19 Angela Tsui Community
Specific Plan a m endments to implement 2016. Hired consultant to work on looking economic development including: Development
policies in the Economic Development implementation of key objectives 1. Consider allowing incubator/co-working
Strategic Plan. including: Identified several policies fo r uses to replace retail on sites that have
forward-looking economic development underperforming retail and meet specific
including:1. Consider allowing criteria. 2. Consider creating office
incubator/co-working uses to replace allocation in the General Plan specifically
underperforming retail. 2. Consider for mid-to-small size companies. 3.
creating office allocation in the General Identify and develop regulations for an
Plan spec~ically for mid-to-small size Innovation/Arts district in the C ity. 4 .
companies. 3. Identify and develop Create a policy to allow mobile uses
regulations for an Innovation/Arts district (including food trucks) in the City. This
in the City. 4. Create a policy to allow could include identifying areas where
mobile uses (including food trucks) in the such uses could be allowed.
City.
Sustainable calpers funding strategy Identify a long term funding strategy to Strategies a) Establish a 115 Trust and Presentation to Council as part of Mid In Progress June 2018 Kristina Administrative
fund ri sing costs related to retirement. funding strategy: b) 20 year amort1zat1on , Year Budget (March 6) and present to Services
Goa l of 80-100% funded 1n the next 20 c) 6% d iscount rate, d) Long Term staffing Fiscal Strategic in Late March/Early
years costs pro1ect1ons including negotiated April Cost of strategy to Council as part of
increase using Govlnvest Proposed Budget Hearing